Clive Betts
Staff Learning and Development
Version 1.0 September 2014
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To develop yourself as a team leader you must be able to:
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 understand the role and responsibilities of the team leader be able to seek, accept and respond positively to feedback on personal performance
Typically these may involve the following information, steps, tools and techniques:
 skills and attributes of a good team leader
 Action Centred Leadership Model
 own leadership style and the benefits/challenges of this style
 differences between authority and accountability
 process and benefits of feedback
 action planning and the use of reflective learning
 the Team Leaders positions in life with regard to their attitude to others and themselves
Learn about/develop/refresh this capability: Developing yourself as a team leader workshop (part of the Team
Leader programme ); You e-Develop resources
To plan and monitor work you must be able to:
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 understand how to work within the University's guidelines to achieve team goals understand how to plan and allocate work understand how to monitor a team’s performance against the plan
Typically these may involve the following information, steps, tools and techniques:
 how organisational objectives link to College/Service objectives and ultimately individual objectives
 SMART objectives
 how and why conflicts might occur and actions to address these situations
 key policies e.g. Performance Development Review
 team theory and how teams evolve
 Belbin's team model
 key communication techniques and communication skills
 monitoring methods (one to ones, team meetings, Gantt charts, RACI)
 managing performance and potentially ‘difficult conversations’
Learn about/develop/refresh this capability: Planning and monitoring work workshop (part of the Team Leader programme) ; You e-Develop resources
To understand what motivates your team and to monitor and improve their performance you must be able to:
 understand the University's requirements in relation to team performance
 understand how to address underperformance
 understand the role of motivation in improving performance
Typically these may involve the following information, steps, tools and techniques:
 the University’s policies on performance management, attendance, conduct etc
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 how to identify performance issues and what immediate action to take
 key principles of managing performance on a day to day basis and the importance of identifying the
‘gap’
 interpersonal behaviours that are helpful
 level of authority and accountability and how to plan work accordingly
 key motivation theories and how these can be applied in practice
 how to give feedback using feedback models
Learn about/develop/refresh this capability: Improving the performance of the team work workshop (part of the Team Leader programme) ; You e-Develop resources
To manage health, safety and environmental issues you must be able to:
 understand the University's policy and responsibilities for ensuring a safe and healthy working environment
 understand own responsibilities for health and safety in the workplace
Typically these may involve the following information, steps, tools and techniques:
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 the Legal framework for health and safety at work a
HSE and powers of HSE
The model for management (HSG 65) and detail on the components of each part (policy, implementation, training, review and improvement)
 COSHH, DSE, fire safety, incident reporting
 the managers role in safety management
 risk profiling & identification of the risks in the workplace
 hazard identification and assessment
 risk scoring
 audit and inspection
 role of occupational health and the managers role in managing return to work
Learn about/develop/refresh this capability: Managing health, safety and the environment workshop (part of the Team Leader programme) ; You e-Develop resources
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